See our quotes overview page for important background information.
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The following quotes have been approved as accurate in conveying Dr. Deming’s thoughts by The W. Edwards Deming Institute, but have not been sourced yet (we will add sources as we find them). Many of these quotes are from the 4 day seminars, other seminars and consulting visits with companies. Members of The W. Edwards Deming institute board, and others who were consulted, worked with Dr. Deming at the seminars and consulting visits. There are also contemporaneous notes from seminars that were used to confirm quotes.
Many of the questions listed, are questions Dr. Deming would ask executives while consulting for their companies. And others are questions he would ask to participants in his seminars.
I included notes, after the quotes, when I thought they would aid understanding.
3% of the problems have figures, 97% of the problems do not.
A rational prediction has an explanation based on theory.
A rule should suit the purpose.
All anyone asks for is a chance to work with pride.
Related: “Give the work force a chance to work with pride, and the 3 per cent that apparently don’t care will erode itself by peer pressure.” Out of the Crisis, page 85.
Any manager can do well in an expanding market.
Any two people have different ideas of what is important.
Are we noted for quality?
Are you in favor of quality?
Used when speaking to executives and in seminars.
Best efforts will not substitute for knowledge.
similar ideas: “Best efforts are essential. Unfortunately, best efforts, people charging this way and that way without guidance of principles, can do a lot of damage.” Out of the Crisis, page 19.
Build quality in.
By what method?
In Out of the Crisis and many places in The New Economics.
“Change the rule and you will get a new number.”
This is concerning the importance of operational definitions in collecting data. Without them the data is suspect. Change the definition and the data changes. And when you don’t have a written definition the different opinions of those collecting data result in muddled data.
“If you change the rule for counting people, you come up with a new number.” pages 104-105 of The New Economics
Competition should not be for a share of the market–but to expand the market.
Confusing common causes with special causes will only make things worse.
See: Knowledge of Variation and page 358 of Out of the Crisis.
Divide responsibility and nobody is responsible.
Does experience help? No! Not if we are doing the wrong things.
Every theory is correct in its own world, but the problem is that the theory may not make contact with this world.
Similar to “All models are wrong but some are useful” by George Box.
Everyone is a customer for somebody, or a supplier to somebody.
Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
Similar ideas on page 122 of The New Economics
A goal without a method is nonsense.
For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. Wrong!!!! Missing
ingredient: profound knowledge.
Hold everybody accountable? Ridiculous!
I am not reporting things about people. I am reporting things about
If someone can make a contribution to the company he feels important.
If you destroy the people of a company, you do not have much left.
If you do not know how to ask the right question, you discover nothing.
If you stay in this world, you will never learn another one.
Related to: “Every theory is correct in its own world, but the problem is that the theory may not make contact with this world.”
Improve quality, you automatically improve productivity.
Information is not knowledge. Let’s not confuse the two.
“Information is not knowledge.” on page 106 of The New Economics
Innovation comes from people who take joy in their work.
Innovation comes from the producer–not from the customer.
Similar to ideas on page 7 of The New Economics. The quote is a bit different but it is easy to see the quote being said by Dr. Deming based on the source quote in the book. I have included similar pointers to sources in the book that provide context for the quote.
Is price the price tag or the total cost?
It does not happen all at once. There is no instant pudding.
Similar ideas on page 126 of Out of the Crisis.
It is a mistake to assume that if everybody does his job, it will be
all right. The whole system may be in trouble.
It only takes a little innovation.
It’s management’s job to know.
Judging people does not help them.
Similar ideas on page 248 of Out of the Crisis, “leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.”
Knowledge is the key.
Lack of knowledge…that is the problem.
A leader knows who is outside of the system and needs special help.
A leader must have knowledge. A leader must be able to teach.
A leader’s job is to help his people.
Let us ask our suppliers to come and help us to solve our problems.
Manage the cause, not the result.
Management by results is confusing special causes with common causes.
Management does not know what a system is.
Management of outcomes may not be any more than a skill. It does not require knowledge.
Management’s job is to improve the system.
Similar ideas on page 50 of The New Economics
Management’s job is to know which systems are stable and which are not.
Management’s job is to look ahead.
Management’s job is to optimize the whole system.
Similar ideas on page 50 of The New Economics
Managing by results is like looking in the rear-view mirror.
Managing by results only makes things worse.
Meeting specifications is not enough.
“meeting specifications not sufficient” page 485 of Out of the Crisis
Monetary rewards are not a substitute for intrinsic motivation.
Nobody should try to use data unless he has collected data.
You need to understand the potential pitfalls of collecting data. You need to appreciate the importance of operational definitions which is hard if you haven’t collected data.
Off we go to the…Milky Way!
4 day seminars. Similar ideas on page 194 and 200 of The New Economics.
Our customers should take joy in our products and services.
People are entitled to joy in work.
People care more for themselves when they contribute to the system.
People learn in different ways: reading, listening, pictures, watching.
Similar ideas on page 52 of Out of the Crisis and page 108 of The New Economics
People need to know how their job contributes.
People need to know what their jobs are.
Similar ideas in Deming Library video, 3 minutes and 35 seconds into the video “It is no good to tell someone to do something when he does not understand why… I would not know what to do if you do not tell me why.” Depending on why different actions/solutions are appropriate for the worker.
Plants don’t close from poor workmanship, but from poor management.
Similar ideas on page 17 of The New Economics
Precise optimization is not necessary. It would be too costly.
Price is not the only cost.
Quality starts in the boardroom.
“Quality is made in the board room” page 202 of Dr. Deming: the American who taught the Japanese about quality by Rafael Aguayo
Ranking. What good does it do?
4 day seminars
Rational behavior requires theory. Reactive behavior requires only
Retroactive management emphasizes the bottom line.
Shrink, shrink variation–to reduce the loss.
Stamping out fires is a lot of fun, but it is only putting things back the way they were.
Sub-optimization is when everyone is for himself. Optimization is
when everyone is working to help the company.
The aim should be to work on the method of management.
The customer invents nothing. New products and new services come from
Similar ideas on page 7 of the New Economics
The emphasis should be on why we do a job.
The individual has been crushed by our style of management today.
The main difference between service and manufacturing is the service
department doesn’t know that they have a product.
The merit system will put us out of business.
The problem is that most courses teach what is wrong.
The process is not just the sum of its parts.
The result of long-term relationships is better and better quality,
and lower and lower costs.
The transformation will come from leadership.
There is a penalty for ignorance. We are paying through the nose.
There is no knowledge without theory.
Similar ideas on page 63 of The New Economics, also see: Experience Teaches Nothing Without Theory
There is very little evidence that we give a hoot about profit.
There must be consistency in direction.
Understanding variation is the key to success in quality and business.
We are being ruined by the best efforts of people who are doing the
See: page 19 of Out of the Crisis and Deming’s Second Theorem: “We are being ruined by best efforts.”
We are here for an education.
4 day seminars
We are Here to Learn, to Make a Difference and to Have Fun.
4 day seminars, see blog post – with video of Dr. Deming
We are here to make another world.
4 day seminars
We can do something about our problems, or we can continue the way we are.
We do not know what quality is.
4 day seminars
We have to bring back the individual. Management has smothered the
We know what we told him, but we don’t know what he heard.
We must satisfy our customers.
4 day seminars
We must understand variation.
4 day seminars
We should be guided by theory, not by numbers.
Similar idea: “In other words, the management are guided by theory, not by figures. They are wise.” page 63 of The New Economics
We should work on our process, not the outcome of our processes.
We want best efforts guided by theory.
What makes a scientist great is the care that he takes in telling you
what is wrong with his results, so that you will not misuse them.
When a system is stable, telling the worker about mistakes is only
See: Dr. Deming on tampering and the next quote
When a worker has reached a stable state, further training will not
“A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.” page 126 of The New Economics. At that point the limits to improvement are the system, improvement efforts should focus on improving the system.
When people try to do what they can not do, they wish to give up.
When we cooperate, everybody wins.
“The reader may note that the result of every example of cooperation is that everybody wins.” page 90 of The New Economics
“Whenever there is fear, you will get wrong figures.”
Why aren’t there enough napkins in the world? Is it a matter of
Without questions, there is no learning.
Without theory there is nothing to modify or learn.
Similar ideas on page 103 of the New Economics
Without theory we can only copy.
Similar ideas on pages 19 and 316 of Out of the Crisis and page 103 of the New Economics
Work to the optimum. When you depart a little, there is a little
loss. Depart further, suffer more loss.
You can not achieve an aim unless you have a method.
Similar ideas on pages 19 of Out of the Crisis
You can not hear what you do not understand.
You can not plan to make a discovery. You do not plan innovation.
You can see from a flow diagram who depends on you and whom you can
depend on. You can now take joy in your work.
You do not find knowledge in a dictionary, only information.
You do not install knowledge.
You do not install quality; you begin to work at it.
See: The Quick Fix – instant pudding and page 138 of Out of the Crisis
You have one chance to train a worker…only one so don’t muff it.
You must have a supplier relationship of constant improvement.
You should not ask questions without knowledge.
You should not tamper with the process.
Zero defects is a super highway going down the tube.
See pages 139-141 of Out of the Crisis and Zero Defects
A quote I like and that I think it is reasonable that Dr. Deming said it, but I am looking for a source: “In God we trust, all others bring data.” See comment making the case that this is from George Box or Bernard Fisher (and look at my response to that comment).
A quote that is incorrectly attributed to W. Edwards Deming: “you can’t manage what you can’t measure.” In fact he repeatedly said said the opposite (“It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.”page 35 of The New Economics) and running a company on visible figures alone was one of Dr. Deming’s 7 deadly diseases.